Competitive Strategy Dynamics

The first book on the subject: Putting together concepts from strategy and system dynamics Kim Warren created a prize winning framework for dealing with strategic problems. The premise is simple: key resources drive organisational performance, mapping and analysis of the strategic architecture gives management the information they need to drive performance.

Winner of the Jay W. Forrester Prize in 2005 for the best work in System Dynamics in the preceding 5 years. Competitive Strategy Dynamics by Kim Warren, published by Wiley is the key text on the strategy dynamics approach to strategy for business and not-for-profit organisations.
This book provides clear and usable frameworks to explain and deliver the key concern of senior managers and investors - business performance through time. To tackle this over-riding issue, the book offers rigorous, fact-based approaches to dealing with both the tangible factors such as customers, capacity and staff, as well as the unavoidable influence of 'soft' factors such as morale, quality, reputation and capabilities. The Strategy Dynamics approach is relevant and applicable to all contexts - new venture development, rapid growth, maturity, decline, rivalry, market entry and so on.

The book was written for MBA and Executive Education courses in strategic management, business policy and international management, but the concepts are relevant, too, in other subjects, such as marketing, organisational behaviour and new venture development. It is an important tool for strategy consultants and practising managers, whether in large or small firms, manufacturing or service sectors, public service or not-for-profit organizations.